“The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world, but if they don’t play together, the club won’t be worth a dime.” – Babe Ruth
Defining a team
Katzenbach and Smith define a team as a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. We find this a useful starting point for team development.
- Executives are five times more productive when working in a high-performing team than they are in an average one
- High-performing teams outperform average teams by 42%
The goal of the team coaching process is to enhance a team’s capacity and capability in order to drive behaviour and culture change; to develop a collaborative working team that supports one another to achieve organisational objectives and is viewed and respected as a high-performing team, both internally and externally.
Specifically, team coaching:
- Works with the interaction of the team as a whole, rather than focusing on individual performance
- Works on strengthening the interrelationships amongst team members
- Provides practical tools which the team can employ long after the coaching process is complete
Specifically, the team will work to:
- Create stronger levels of trust, respect, and camaraderie by creating processes and practices in communications and feedback
- Engage with conflict creatively
- Foster innovation
- Navigate change with agility
- Develop strategies and structures that leverage team strengths
The assessment provides a snapshot of the strengths of your team as it is today. Utilising a systems approach, the model addresses two key dimensions of team effectiveness:
Conditions necessary for your team to be productive
The culture and interrelationships of your team members
The TDA is designed to provide a baseline to measure against, and a clear structure for ongoing team development.
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